You're managing a top performer with performance issues. How do you navigate this delicate situation?

Navigating the situation of managing a top performer with performance issues requires a thoughtful and balanced approach. Preparing for conversation helps, it is important to understand the context, consider any changes in the top performer's life that might be affecting their performance. Approach the conversation with empathy and a collaborative mindset. Always, acknowledge the employee’s past achievements and contributions. However, it is also important to use factual examples and avoid any general statements on performance. Employee should be given an opportunity to share their perspective, as there may be an underlying reason for performance issues. Prepare a development plan collaboratively.

When a top performer's output begins to decline to me this is a red alert ??. I will start by having a direct yet empathetic conversation to uncover any personal issues, burnout, or misunderstandings about their role that might be impacting their performance. The primary objective is to assist my team member or employee in overcoming their challenges, not to place blame. I always believe my support as their HR can make a significant difference in their ability to regain their productivity and morale.

When managing a top performer with performance issues, it’s crucial to take a holistic approach. Conversations should capture a 360-degree view and not be limited to feedback. Consistent performers often know what's not working and how to fix it. These discussions should allow for open dialogue about both external and internal factors. The leader should engage sincerely, offering real support beyond just lip service. This fosters an environment of trust and collaboration, ultimately aiding in performance improvement

When a top performers work begins to slip, a conversation and/or coaching is needed. We would need to get to the root of problem and work from there. I would be open to listen and then formulate a plan to get the employee back on track.

It would be a bit delicate as the employees are often valued for their contribution. I thing the foremost thing to be done is to "Assess the cause" to look what are the factors affecting him which leads to decline of performance. And definitely needs to communicate and provide with a feedback, to get the champ again back to his zone where he can give his best.

The first step is to identify the root cause is. Once the underlying issues have been identified, the next step is to have a discussion on performance expectations. Clearly communicate the standards and how they tie into the broader goals of the team and the company. I always balance empathy with firmness, ensuring top performers understands what is expected of them. It is imperative to establish realistic and clear expectations which often give team members the structure and direction needed to improve their performance. I also utilise PIPs.

Go back to what they were expecting, and expected of, when they first emerged as a top performer, and what feedback they were given, in their perception, as to what represented "top performance" - and then work through whether that is still relevant now and going forward

I’d remind the employee of the expectations and check for understanding. Additionally, this is where my curiosity might get the best of me. I’d ask them if they’re still content in their role, they still find it challenging, etc. When people start to feel stale and things become mundane, often even they don’t realize it comes through in their performance.

To make time to uncover the reasons for his / her performance issues despite having a true potential Extend a helping hand & support for the performer to go that extra mile to unleash his true potential Also start appreciating in public & addressing concerns in private to bring in motivation Encourage open conversation to bring on the performance with a good attitude, he / she should realise that attitude plays more than anything

Even rewarding employee plays huge role in motivating them to perform “ Thank you, you doing well, appreciate your inputs” involve them in some of the decision making “ what do you think about this and that” those things makes the employees to feel like they belong in absence of monetary value…

It’s important to offer practical and immediate support. Perhaps a policy blocker exist thats posing a challenge or a break down in communication between stakeholders, acting immediately and smoothly assisting the employee navigate the situation reaffirms your commitment to their success and shows cohesiveness within your team.

Try to understand the elements contributing to poor performance and extend the required support, maybe providing training, additional/optimal resources, increasing the timeline, or only some morale support; as the case may be.

As they say- What gets measured, gets improved. Regularly monitoring the progress helps. monitoring will help you understand when and where one is going out of track. Extend the required resources and keep the regular two-way communication channel open.

it’s salient to monitor progress through regular check-ins and stand-ups. These meetings normally focus on discussing improvements, ongoing challenges, and any additional assistance they might need. I try to ensure that these meetings are constructive and aimed at fostering growth rather than being punitive.I always use the opportunity to celebrate small victories, which can be highly motivating for your top performers. I try to always encourage employees to push beyond their boundaries while making them feel good about it.

Once you set up assistance mechanisms check up with the employee maybe monthly if the is progress so that you don’t get suprise at the end and show support that you are within them

Top performers like to stay on top. Rather than making concessions to work performance issues that are different from expectations for colleagues (eg timekeeping, reporting, supervision ) try engaging with them by negotiating even more stretching challenges that push them slightly out of their comfort zone. Do not make new targets unachievable because that could be contra intuitive. Carefully chosen, the desire to achieve should outweigh the desire to bend normal rules to achieve them. An example that worked for me is giving "maverick" team members a mentoring role for a member of staff to deliver joint outcomes. In my experience negative punishment brings resentment rather than improvement. .

Remember, your entire team is watching how you handle this situation. Be fair and supportive to everyone, not just the star player. Make sure everyone feels valued and heard. Keeping the team happy and productive is just as important as helping one person improve.

When your top performers start to bend the rules, instead of scolding them, give them bigger challenges. This works better than punishment. Let them lead a project or mentor a teammate. This way, they still feel important and successful, without needing to break the rules.